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Yayın HOW TO MAKE BLUE OCEAN TURNING INTO RED OCEAN BLUE AGAIN: A CASE STUDY OF A ROOM ESCAPE GAME(INT ORGANIZATION CENTER ACAD RESEARCH, 2016) Gunduz, Safak; Uslu, FIn recent business management literature one of the hot topics discussed is how to escape from the intense Red Ocean by creating a Blue Ocean where there is no competition. This seems possible with the Blue Ocean Strategy put forward by Rene and Mauborgne. However, it is underlined in literature that every blue ocean will eventually turn red. Traditionally, most research in the field of Blue Ocean Strategy focused on few practical guidelines of how to create Blue Ocean leaving a gap in the understanding of how the blue ocean could be turned into blue again after it becomes red due to fast entries into the market. The present paper addresses that void specifically by exploring the practices of a room escape organization of a new-born entertainment sector showing how they managed to create their second blue ocean. It is aimed at enriching Blue Ocean Strategy with a case study in which we see the process of creating a blue ocean, its immediately turning into red and achieving to become blue again. This study aims to generate insights for future research for managers, academics, innovators, entrepreneurs and policy makers who are interested in creating their sustainable blue ocean with innovative moves by presenting a solid case analysis.Yayın KNOWLEDGE MANAGEMENT IN ESOTERIC MANAGEMENT(INT ORGANIZATION CENTER ACAD RESEARCH, 2016) Gunduz, Safak; Uslu, FKnowledge Management (KM), which builds learning organisations by making learning routine and stimulates cultural change and innovation, is one of the key elements of successful management. Managing explicit knowledge is only the surface of knowledge management as it focuses more on transferring tacit knowledge - embedded knowledge we can call-into explicit knowledge. As tacit knowledge due to its being subjective in its nature is hard to codify and has difficulty operationally setting out in tangible form. Transferring tacit knowledge within organisations is the main concern of knowledge management. Knowledge sharing as one of the steps of knowledge management is encouraged in knowledge management. However, on the other hand, knowledge is taught to, limited to or understood by members of a special group in Esoteric Management. Thus, knowledge management and esoteric management principles seem contradictory in literature. This paper aims at clarifying this traditional notion by tracing the similarities between esoteric knowledge and tacit knowledge and demonstrates that in esoteric management, knowledge is not kept, transferred but within some rituals. This paper tries to draw attention and to create awareness that esoteric way of transferring knowledge is also a type of knowledge management and presents a newly coined term and concept, "esoteric management of knowledge that could be used in literature. Esoteric management of knowledge will no longer be an oxymoron. How knowledge management is achieved and conducted in esoteric management will be defined for the first time in literature with the contribution of this paper. The study bears implications for researchers and managers who wish to understand and employ the concept of knowledge management in esoteric management.Yayın Metaphorising knowledge management: "ALICE in Wonderland"(TAYLOR & FRANCIS LTD, 2019) Gunduz, SafakThe aim of this study is to carry journey metaphor addressed in literature very often, which identifies the search for knowledge with self-development, into a specific example from literature, the fairy tale "Alice in Wonderland". There is a lot of research on the choice of metaphor to reason about and to define knowledge and knowledge management, however, there is a void in conceptualising them. This paper is an attempt to bridge that void exploring the possibility of combining journey metaphor with a well-known fairy tale to make the concept more vivid and thus memorisable believing that it is undeniable that stories or myths are more indelible and effective on minds and memories. Being aware of the role metaphors play in conceptualisation and their great impact on and power over knowledge management increases the need to do research to prevent it from becoming just a management fad.Yayın Student-President Reverse Mentoring at Universities: Maltepe University Case(DEOMED PUBL, ISTANBUL, 2018) Gunduz, Safak; Aksit, BelmaMentoring is a de rigueur concept, which has been widely practiced in organizations for a long time, and has also been observed in academic milieus in the form of one student helping another and an academician giving a hand to a colleague. Reverse mentoring, a new twist on this familiar concept, also has a long history and has been used in higher education as well. Academicians' empowering students as their reverse mentors is no longer a myth. How does a university president's benefiting from students as her/his reverse mentors sound? This paper aims to present a case study by exploring Maltepe University's experiences, whose president has delegated some students as his reverse mentors. The conceptualization through the findings has revealed the significance of such a mentoring system from which all higher education institutions can benefit. The findings of this case study demonstrate
